Siemens Sharenet Kms

Siemens AG, a $73 billion electronics and electrical-engineering conglomerate. Siemens is well known for the technical brilliance of its engineers, but much of their knowledge was locked and unavailable to other employees. Facing the pressure to maximize the benefits of corporate membership of each business unit, Siemens AG needed to learn to leverage the knowledge and expertise of its 460,000 employees worldwide.

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The roots of knowledge management at Siemens go back to 1996, when a number of people within the corporation with an interest in knowledge management (KM) formed a community of interest. They researched the subject, learned what was being done by other companies, and determined how KM could benefit Siemens. By 1999, the central board of Siemens AG confirmed the importance of knowledge management to the entire company by creating an organizational unit that would be responsible for the worldwide deployment of KM. At the heart of Siemens s technical solution to knowledge management is ShareNet,

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ShareNet is simply a website that combines elements of a database repository, a chat room, and a search engine. Online entry forms allow employees to store information they think might be useful to colleagues. Other Siemens employees are able to search the repository or browse by topic, and then contact the authors for more information using one of the available communication channels. In addition, the system lets employees post an alert when they have an urgent question.

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Although KM implementation at Siemens involved establishing a network to collect, categorize, and share information using databases and intranets, Siemens realized that IT was only the tool that enabled knowledge management. Randall Sellers, director of knowledge management for the Americas Region of Siemens, states: In my opinion, the technology or IT role is a small one. I think it s 20 percent IT and 80 percent change management dealing...

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1. How does ShareNet address both codified and tacit knowledge?
ShareNet insist both types of knowledge need to be captured in order for true knowledge sharing to happen. The ShareNet team built the platform comprising a “knowledge library”, a way to field “urgent requests” and forums for sharing knowledge, to help staff take full use of codified and tacit knowledge.
Knowledge library: It consist of thousands of knowledge “objects” which would be structured to codify what had been learned in projects under way or completed. These objects are divided into separate categories to capture the spectrum of experience-based knowledge in the sales and marketing process. The details of each object would be entered in online entry forms by participating project team members. The form were structured as a series of tailored questions leading users through giving their input. These Q and A banks encouraged personal statements, comments, field experience and “real life” feedback on implemented solutions. It was an interactive medium as it let people explain their experiences gained in the field, describe the solutions they had invented and share their tacit knowledge. This section successfully combine both codified and tactic knowledge.
Urgent requests: This was where urgent questions could be posted for anyone to respond to, the idea being that users...

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SiemensShareNet : Building a Knowledge Network
Case Background: Siemen’s Information and Communication Network’s (ICN) Group Strategy Division had been delegated with the task of proposing a strategy for the future of ShareNet. ShareNet, a Knowledge Management System had grown from a small experiment to a tool and was widely used by ICN’s Sales and marketing department (S&M), had been rolled out to R&D department and one of the Siemen’s large U.S. Client. There had been a meltdown in the telecommunications industry which had precipitated major cutbacks throughout ICN.Group Strategy team faced pressure to cut costs and as a result, ShareNet was likely to come under increasing scrutiny as it been viewed by the upper management as a “ Nice to Have” and not as a “ Mandatory’ tool. There were questions around funding on whether Development and Maintenance of ShareNet be treated as a corporate initiative or the ICN’s five product divisions which use it as a resource should fund for the ongoing development and support.
Case Analysis: The core idea of building ShareNet, a global knowledge network surfaced when an internal ICN consultancy group, Business transformation partners teamed up with a group from Boston consulting group who identified the unique challenge faced by Siemens due to the poor reuse of customer solutions and sharing of best...

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Siemens is a German multinational engineering and electronics conglomerate company headquartered in Munich, Germany. It is the largest Europe-based electronics and electrical engineering company. It has approximately 360,000 employees and across nearly 190 countries. (Wikipedia, 2010) The most popular product of Siemens is the cellphones, fridges and engines. Recent years, Siemens also focuses on the energy of wind power. When talking about the found of Siemens, it is an ancient company. It was founded by Verner von Siemens on October 12, 1847, and the original name of Siemens is Siemens and Halske. The logo of Siemens also changed six times.
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Siemens Corporation:
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Siemens is multinational cooperation headquartered in Munich and work in indifferent six segment which are, Information and communication, Automation and control, Power, transportation, Medical and lighting. Each segment is dependent and has several group following and they depend on decentralization matrix structure which help in entrepreneurial development and be more closer to the customers. The largest segment of Siemens Information and communication, which include three group, Siemens Business Service, Information & Communication Mobile and the case focus in the third group Information and Communication Network ICN. The main key player in this case of expanding ShareNet to Research & Development Functions to support sharing knowledge to improve Siemens Business process is Janina Kugel vice president of business Transformation & Knowledge Management and Operation & Business team.
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